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The Business Model Canvas helps
you create value for your business The Value Proposition Canvas helps you create value for your customer zoom out zoom in The External Environment describes the space where you create 13

The Business Model Canvas helps
you create value for your business The Value Proposition Canvas helps you create value for your customer zoom out zoom in The External Environment describes the space where you create 13

The Business Model Canvas helps
you create value for your business The Value Proposition Canvas helps you create value for your customer zoom out zoom in The External Environment describes the space where you create 13

zoom out zoom in Canvas
Design Search Post-SearchTools Test Evolve The Tools and Process of Value Proposition Design The heart of Value Proposition Design is about appl Tools to the messy Search for value propositions th customers want and then keeping them aligned wit customers want in Post-Search. Value Proposition Design shows you how to use the Proposition Canvas to Design and Test great value sitions in an iterative search for what customers wa proposition design is a never-ending process in whic need to Evolve your value proposition(s) constantly it relevant to customers. Manage the messy and non-linear process of value proposition design and reduce risk by systematically applying adequate tools and processes. Progres 10

zoom out zoom in Canvas
Design Search Post-SearchTools Test Evolve The Tools and Process of Value Proposition Design The heart of Value Proposition Design is about appl Tools to the messy Search for value propositions th customers want and then keeping them aligned wit customers want in Post-Search. Value Proposition Design shows you how to use the Proposition Canvas to Design and Test great value sitions in an iterative search for what customers wa proposition design is a never-ending process in whic need to Evolve your value proposition(s) constantly it relevant to customers. Manage the messy and non-linear process of value proposition design and reduce risk by systematically applying adequate tools and processes. Progres 10 1

zoom out zoom in Canvas
Design Search Post-SearchTools Test Evolve The Tools and Process of Value Proposition Design The heart of Value Proposition Design is about appl Tools to the messy Search for value propositions th customers want and then keeping them aligned wit customers want in Post-Search. Value Proposition Design shows you how to use the Proposition Canvas to Design and Test great value sitions in an iterative search for what customers wa proposition design is a never-ending process in whic need to Evolve your value proposition(s) constantly it relevant to customers. Manage the messy and non-linear process of value proposition design and reduce risk by systematically applying adequate tools and processes. Progres 10 1 2

zoom out zoom in Canvas
Design Search Post-SearchTools Test Evolve The Tools and Process of Value Proposition Design The heart of Value Proposition Design is about appl Tools to the messy Search for value propositions th customers want and then keeping them aligned wit customers want in Post-Search. Value Proposition Design shows you how to use the Proposition Canvas to Design and Test great value sitions in an iterative search for what customers wa proposition design is a never-ending process in whic need to Evolve your value proposition(s) constantly it relevant to customers. Manage the messy and non-linear process of value proposition design and reduce risk by systematically applying adequate tools and processes. Progres 10 1 2 3

zoom out zoom in Canvas
Design Search Post-SearchTools Test Evolve The Tools and Process of Value Proposition Design The heart of Value Proposition Design is about appl Tools to the messy Search for value propositions th customers want and then keeping them aligned wit customers want in Post-Search. Value Proposition Design shows you how to use the Proposition Canvas to Design and Test great value sitions in an iterative search for what customers wa proposition design is a never-ending process in whic need to Evolve your value proposition(s) constantly it relevant to customers. Manage the messy and non-linear process of value proposition design and reduce risk by systematically applying adequate tools and processes. Progres 10 1 2 3

The set of value proposition
beneﬁts that you design to attract customers. Create Observe The set of customer characteristics that you assume, observe, and verify in the market. Fit customer proﬁlevalue map

The set of value proposition
beneﬁts that you design to attract customers. Create Observe The set of customer characteristics that you assume, observe, and verify in the market. Fit Outcome If a Pain reliever or Gain cre anything, it may not be cre value. Don't worry if not all checked – you can't satisfy yourself, how well does you tion really ﬁt your Custome customer proﬁlevalue map

The set of value proposition
beneﬁts that you design to attract customers. Create Observe The set of customer characteristics that you assume, observe, and verify in the market. Fit Outcome If a Pain reliever or Gain cre anything, it may not be cre value. Don't worry if not all checked – you can't satisfy yourself, how well does you tion really ﬁt your Custome customer proﬁlevalue map

The set of value proposition
beneﬁts that you design to attract customers. Create Observe The set of customer characteristics that you assume, observe, and verify in the market. Fit Outcome If a Pain reliever or Gain cre anything, it may not be cre value. Don't worry if not all checked – you can't satisfy yourself, how well does you tion really ﬁt your Custome customer proﬁlevalue map tells the story of how you create value for your customer

customer jobs what customers are
trying to get done in their work and in their lives Job Custo conte may exam when are d kids i * The “ Job It is im not a tance impo life b ing to signiﬁ insign other ﬁnd a or be felt o often when conse

l r Customers expect and
desire a lot from products and services. Yet, they also know they can’t have it all. Focus on those gains that matter most to customers and make a difference. Customers have a lot of pains. No organization can reasonably address all of them. Focus on those “headaches” that matter most and are insufﬁciently addressed. Your jury valu merc Are you addressing essential customer gains? Are you addressing extreme customer pains? Fit 適応

l r Customers expect and
desire a lot from products and services. Yet, they also know they can’t have it all. Focus on those gains that matter most to customers and make a difference. Customers have a lot of pains. No organization can reasonably address all of them. Focus on those “headaches” that matter most and are insufﬁciently addressed. Your jury valu merc Are you addressing essential customer gains? Are you addressing extreme customer pains? Fit UPFRONT INVESTMENT BROKEN TOOLS THEFT DELAYS PENALTY COSTS STRESS TROUVER EXÉCUTER CONTRATS RESPECTER DÉLAIS ACCESS TO NEWEST TOOLS SAFETY PROFITABLE CONTRACTS PREDICTABLE COSTS 100% UPTIME NO COST FOR REPAIR AND REPLACEMENT ONLINE FLEET MANAGEMENT SYSTEM SOUND COST MANAGEMENT ACCESS TO MODERN FLEET FLEET PLANNING SCHEDULE IMMEDIATE TOOLREPLACEMENT SUBSCRIPTION

Cost Structure Key Partnerships Key
Resources Channels Key Activities Value Propositions Customer Relationships Customer Segments Revenue Streams A Movie Theatre’s Business Model Movie distributors Run facilities Immersive storytelling experience Mass market Theatres Online ticketing Ticket sales Food & drinks (margins) Movie goers Display equipmemt Staff Rent Food distributors Theatres (good location) Movie rights Food & drinks Source movies Going to the Movies Let us walk through the concepts of the Value Proposition Canvas with another simple example. Imagine the owner of a movie theater chain wants to design new value proposi- tions for his customers. What drives the movie goer? comfortable haven't spent much money friends' reviews not having missed something feeling included in the storyorganized everything in advance share with someone relax escape real life long commute get entertained learn from another place expensivecrowded, long queues story too complex bad parking no convenient show times hurts my eyes waste of time limited options not able to get babysitter What should the new value proposition look like? He could start with tures and get exci of big screens, sta gies, tasty snacks riences, etc. But of if customers care better understand Traditionally he graphic proﬁles of this time he decide segmentation with a customer’s jobs, ? 78 CONCEPT1.3 78 In our ex in which our movie goer ﬁnds herse ma Add contextu customer proﬁ The designing v

The kids’ afternoon off Date
night affordable for group 2 hrs = right length of time kids are happy and calm safe environment both enjoyed moment leads to great conversation noise in the room manage kids attention not all kids are happy waiting in line not able to get babysit- ter not intimate enough occupy kids share moment of fun connect with each other relax during busy weekend When? Wednesday afternoon When? Saturday evening When? Any time Personal research visual story is easy to remember can consult internet for more info lack of light to take notes can't capture and share can't control speed too shallow for serious learning deepen expertise show off knowledge with friends accurate story

The kids’ afternoon off Date
night affordable for group 2 hrs = right length of time kids are happy and calm safe environment both enjoyed moment leads to great conversation noise in the room manage kids attention not all kids are happy waiting in line not able to get babysit- ter not intimate enough occupy kids share moment of fun connect with each other relax during busy weekend When? Wednesday afternoon When? Saturday evening When? Any time Personal research visual story is easy to remember can consult internet for more info lack of light to take notes can't capture and share can't control speed too shallow for serious learning deepen expertise show off knowledge with friends accurate story

The kids’ afternoon off Date
night affordable for group 2 hrs = right length of time kids are happy and calm safe environment both enjoyed moment leads to great conversation noise in the room manage kids attention not all kids are happy waiting in line not able to get babysit- ter not intimate enough occupy kids share moment of fun connect with each other relax during busy weekend When? Wednesday afternoon When? Saturday evening When? Any time Personal research visual story is easy to remember can consult internet for more info lack of light to take notes can't capture and share can't control speed too shallow for serious learning deepen expertise show off knowledge with friends accurate story

The kids’ afternoon off Date
night affordable for group 2 hrs = right length of time kids are happy and calm safe environment both enjoyed moment leads to great conversation noise in the room manage kids attention not all kids are happy waiting in line not able to get babysit- ter not intimate enough occupy kids share moment of fun connect with each other relax during busy weekend When? Wednesday afternoon When? Saturday evening When? Any time Personal research visual story is easy to remember can consult internet for more info lack of light to take notes can't capture and share can't control speed too shallow for serious learning deepen expertise show off knowledge with friends accurate story

movie website big screen &
surround sound ideal for conversation ideal for conversation home comfort intellectually stimulating instant access no babysitter needed intimate setting choose time to go stress relief duo seats advanced online booking home comfort largest library instant access movies on big screen movie home rentals dinner in town spa for couples online visual art exhibit Open slot for which potentially very different value propositions are competing. both enjoyed moment leads to great conversation waiting in line not able to get babysit- ter not intimate enough share moment of fun connect with each other control of experience 83 both enjoyed moment leads to great conversation waiting in line not able to get babysit- ter not intimate enough share moment of fun connect with each other

movie website big screen &
surround sound ideal for conversation ideal for conversation home comfort intellectually stimulating instant access no babysitter needed intimate setting choose time to go stress relief duo seats advanced online booking home comfort largest library instant access movies on big screen movie home rentals dinner in town spa for couples online visual art exhibit Open slot for which potentially very different value propositions are competing. both enjoyed moment leads to great conversation waiting in line not able to get babysit- ter not intimate enough share moment of fun connect with each other control of experience 83 both enjoyed moment leads to great conversation waiting in line not able to get babysit- ter not intimate enough share moment of fun connect with each other

movie website big screen &
surround sound ideal for conversation ideal for conversation home comfort intellectually stimulating instant access no babysitter needed intimate setting choose time to go stress relief duo seats advanced online booking home comfort largest library instant access movies on big screen movie home rentals dinner in town spa for couples online visual art exhibit Open slot for which potentially very different value propositions are competing. both enjoyed moment leads to great conversation waiting in line not able to get babysit- ter not intimate enough share moment of fun connect with each other control of experience 83 both enjoyed moment leads to great conversation waiting in line not able to get babysit- ter not intimate enough share moment of fun connect with each other

Google Keyword Planner Learn what’s
popular with potential customers by ﬁnding the top ﬁve search terms related to your idea. How often are they searched for? Google Trends Compare three search terms repre- senting three different trends related to your idea. 3rd Party Research Reports Identify three readily available research reports that can serve you as a starting point to prepare your own customer and value proposition research Government Census Data, Worldbank, IMF & more Identify the (government) data that’s relevant to your idea and at your ﬁngertips via the Web. 128128 Google Trends Google Keyword Planner Misc. data Research reports The data detective

Social Media Analytics Existing companies
and brands should: Identify the shakers and movers related to their brand on social media. Spot the ten most frequently mentioned positive and negative things said about them on social media? Customer Relationships (CRM) List the top three questions, complaints, and requests that you are getting from your daily interac- tions with customers (e.g. support) Tracking Customers on your Website List the top three ways customer reach your site (e.g. search, referrals, etc.). Find the ten most and least popular destinations on your website. Data Mining Existing company should mine their data to: Identify three patterns that could be useful to their new idea. Predictive Analytics: The Power to Predict Who Will Click, Buy, Lie, or Die, Siegel & Davenport (20 Social media analytics Customer Relationships Tracking customers on your website Data mining

terview Your Customers in insights
relevant to your context. ue Proposition Canvas to prepare interviews and ss of information that will be coming u during the interviews process. Customer Proﬁle Sketch out the jobs, pains and gains you believe characterize the customer you are targeting. Rank jobs, pains, and gains in order of importance. Interview Outline Ask yourself what you want to learn? Derive the interview questions from your customer proﬁle. Ask about the most important jobs, pains, and gains 10 x1 2 Conduct Interview Conduct the inter- view by following the interview ground rules outlined on the next spread. interviews Capture Map out the jobs, pains, and gains you Make sure you also capture business Search for Patterns Can you discover simi- lar jobs, pains, and Wh a y 3 4 Synthesize Make synthesized customer proﬁle for ever customer segment that emerges from all your interviews. Write down import sticky 6 7 Review Interview Assess if you need to review the interview 51 Customer proﬁle 2 Interview outline 3 Conduct interview 4 Capture 5 Review interview 6 Search for patterns The journalist

B2C: Family Homestay Stay at
one of your potential customers’ home for several days and live with the family. Participate in daily routines. Learn. What drives them? B2B: Work Alongside/Consult Spend time working with or alongside (potential) customers (e.g. in a consulting engagement). B2C: Shadow your customers for Be your (potential) customer’s shadow them for a day. Write down all the jobs, p gains you observe. Time stamp them. S Learn. B2C: Observe Shopping Behavior Be your (potential) customer’s shadow B2C: Family home stay B2B: Work along side B2C: Shadow your customer for a day B2C: Observe shopping behaviour The anthropologist

Questions Is it embedded in
a great business model? Does it focus on the most important jobs, most extreme pains, and most essential gains? Does it focus on unsat- isﬁed jobs, unresolved pains, and unrealized gains? Does it concentrate on only a few pain relievers and gain creators but does those extremely well? Does it address func- tional, emotional, and social jobs all together? 1 2 3 4 51 2 3 4 5

Does it align with how
customers measure success? Does it focus on jobs, pains, or gains that a large number of cus- tomers have, or for which a small number are willing to pay a lot of money? Does it differentiate from competition in a meaningful way? Does it outperform competition substan- tially on at least one dimension? Is it difﬁcult to copy? 6 7 8 9 10

Jobs Important Tangible Unsatisﬁed Lucrative
High-value jobs = 9 = 7 create value for corporation design IT strategy Scoring scale: (low) to (high) Does failing the job lead to extreme pains? Does failing the job lead to missing out on essential gains? Can you feel the pain? Can you see the gain? Are there unresolved pains? Are there unrealized gains? Are there many with this job, pain, or gain? Are there few willing to pay a lot? Focus on the highest value jobs and related pains and gains. Based on initial work by consultancy, Innosight. Scoring

? ? ? ? ?
? ? +Zoom-Zoom Zoom out to the bigger picture to analyze if you can proﬁtably create, deliver, and capture value around this particular customer value proposition. Zoom in to the detailed picture to investigate if the customer value proposition in your business model really creates value for your customer. The Business Model Canvas makes explicit how you are creating and capturing value for your business. Are you creating value for your customer? describes how you create value for your customer describes how you create value for your business Back and forth

? ? ? ? ?
? ? +Zoom-Zoom Zoom out to the bigger picture to analyze if you can proﬁtably create, deliver, and capture value around this particular customer value proposition. Zoom in to the detailed picture to investigate if the customer value proposition in your business model really creates value for your customer. The Business Model Canvas makes explicit how you are creating and capturing value for your business. Are you creating value for your customer? describes how you create value for your customer describes how you create value for your business Back and forth

? ? ? ? ?
? ? +Zoom-Zoom Zoom out to the bigger picture to analyze if you can proﬁtably create, deliver, and capture value around this particular customer value proposition. Zoom in to the detailed picture to investigate if the customer value proposition in your business model really creates value for your customer. The Business Model Canvas makes explicit how you are creating and capturing value for your business. Are you creating value for your customer? describes how you create value for your customer describes how you create value for your business Back and forth

? ? ? ? ?
? ? +Zoom-Zoom Zoom out to the bigger picture to analyze if you can proﬁtably create, deliver, and capture value around this particular customer value proposition. Zoom in to the detailed picture to investigate if the customer value proposition in your business model really creates value for your customer. Are you creating value for your business? The Business Model Canvas makes explicit how you are creating and capturing value for your business. Are you creating value for your customer? The Value Proposition Canvas makes explicit how you are creating value for your customers.

? ? ? ? ?
? ? +Zoom-Zoom Zoom out to the bigger picture to analyze if you can proﬁtably create, deliver, and capture value around this particular customer value proposition. Zoom in to the detailed picture to investigate if the customer value proposition in your business model really creates value for your customer. Are you creating value for your business? The Business Model Canvas makes explicit how you are creating and capturing value for your business. Are you creating value for your customer? The Value Proposition Canvas makes explicit how you are creating value for your customers.

? ? ? ? ?
? ? +Zoom-Zoom Zoom out to the bigger picture to analyze if you can proﬁtably create, deliver, and capture value around this particular customer value proposition. The Business Model Canvas makes explicit how you are creating and capturing value for your business. Are you creating value for your customer? a business model or a value proposition might look great on paper...

? ? ? ? ?
? ? +Zoom-Zoom Zoom out to the bigger picture to analyze if you can proﬁtably create, deliver, and capture value around this particular customer value proposition. The Business Model Canvas makes explicit how you are creating and capturing value for your business. Are you creating value for your customer? but really it’s a set of hypotheses HYPOTHESIS HYPOTHESIS HYPOTHESIS HYPOTHESIS HYPOTHESIS HYPOTHESIS HYPOTHESIS HYPOTHESIS HYPOTHESIS HYPOTHESIS HYPOTHESIS HYPOTHESIS

…interest Prove th genuine Show
th to get them to perform service (e.g. em makers …priorities a Show which jobs, p customer and p they value least. Provide evidence th features of your val what really matters to them …willingness to pay Provide evidence that potenti interested enough in the features of osition to pay. Deliver facts tha their money where their mouth is. interest and relevance priorities and preferences willingness to pay Produce evidence with a call-to-action

customer segment X wants to
save 20% on sales process talk to 40 potential customers and give them a trackable link with more information

customer segment X wants to
save 20% on sales process how many of the interviewees clicked on the follow-up link talk to 40 potential customers and give them a trackable link with more information

customer segment X wants to
save 20% on sales process how many of the interviewees clicked on the follow-up link 50% clicked the link talk to 40 potential customers and give them a trackable link with more information

Test Card We believe that
Test Name Assigned to Deadline Duration And measure To verify that, we will We are right if The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG Test Cost: Data Reliability: Critical: Time Required: Test Card We believe that Test Name Assigned to Deadline Duration And measure To verify that, we will We are right if The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG Test Cost: Data Reliability: Critical: Time Required: Test Card We believe that Test Name Assigned to Deadline Duration And measure To verify that, we will We are right if The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG Test Cost: Data Reliability: Critical: Time Required: Test Card We believe that Test Name Assigned to Deadline Duration And measure To verify that, we will We are right if The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG Test Cost: Data Reliability: Critical: Time Required: Test Card We believe that Test Name Assigned to Deadline Duration And measure To verify that, we will We are right if The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG Test Cost: Data Reliability: Critical: Time Required: Test Card We believe that Test Name Assigned to Deadline Duration And measure To verify that, we will We are right if The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG Test Cost: Data Reliability: Critical: Time Required: Test Card We believe that Test Name Assigned to Deadline Duration And measure To verify that, we will We are right if The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG Test Cost: Data Reliability: Critical: Time Required: Test Card We believe that Test Name Assigned to Deadline Duration And measure To verify that, we will We are right if The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG Test Cost: Data Reliability: Critical: Time Required: Test Card We believe that Test Name Assigned to Deadline Duration And measure To verify that, we will We are right if The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG Test Cost: Data Reliability: Critical: Time Required: Test Card We believe that Test Name Assigned to Deadline Duration And measure To verify that, we will We are right if The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG Test Cost: Data Reliability: Critical: Time Required: Test Card We believe that Test Name Assigned to Deadline Duration And measure To verify that, we will We are right if The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG Test Cost: Data Reliability: Critical: Time Required: Test Card We believe that Test Name Assigned to Deadline Duration And measure To verify that, we will We are right if The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG Test Cost: Data Reliability: Critical: Time Required: invalidated backlog build measure learn done learn more validated Learning Card We believed that step 1: hypothesis Insight Name Person Responsible Date of Learning From that we learned that step 3: learnings and insights We observed step 2: observation Therefore we will step 4: decisions and actions The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG Data Reliability: Action Required: Learning Card We believed that step 1: hypothesis Insight Name Person Responsible Date of Learning From that we learned that step 3: learnings and insights We observed step 2: observation Therefore we will step 4: decisions and actions The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG Data Reliability: Action Required: Learning Card We believed that step 1: hypothesis Insight Name Person Responsible Date of Learning From that we learned that step 3: learnings and insights We observed step 2: observation Therefore we will step 4: decisions and actions The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG Data Reliability: Action Required: Learning Card We believed that step 1: hypothesis Insight Name Person Responsible Date of Learning From that we learned that step 3: learnings and insights We observed step 2: observation Therefore we will step 4: decisions and actions The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG Data Reliability: Action Required: Learning Card We believed that step 1: hypothesis Insight Name Person Responsible Date of Learning From that we learned that step 3: learnings and insights We observed step 2: observation Therefore we will step 4: decisions and actions The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG Data Reliability: Action Required: Learning Card We believed that step 1: hypothesis Insight Name Person Responsible Date of Learning From that we learned that step 3: learnings and insights We observed step 2: observation Therefore we will step 4: decisions and actions The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG Data Reliability: Action Required: Learning Card We believed that step 1: hypothesis Insight Name Person Responsible Date of Learning From that we learned that step 3: learnings and insights We observed step 2: observation Therefore we will step 4: decisions and actions The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG Data Reliability: Action Required: back to the drawing board: iterate or pivot your design advance to next step: move on in your quest to turn your idea into reality 3 Tests Test CardLearning Card Learning Card Learning Card Learning Card Learning Card Learning Card Learning Card Test Card Test Card Test Card Test Card Test Card Test Card Test Card Test Card Test Card Test Card Test Card 4 Insights & Actions 5 Measure Progress 2 Hypotheses 1 (5) (re)Shape your ideas Progress board (Kanban)

The Progress Board Business Hypotheses
! ! ! ! ! Test: Backlog Test: Build Invalidated Unclear Results Validated Test: Measure Test: Learn Progress copyright: Strategyzer AG The makers of Business Model Generation and Strategyzer strategyzer.com 21 43 List the key assumptions that need to be true for your idea to work. Prioritize the most critical ones that could kill your business. The tests and experiments that you intend to perform The tests and experiments that are being planned, designed, or built. The tests and experiments that are currently running and collecting data. The tests and experiments that were executed, collected data, and are ready to be analyzed. Your validation criteria step-by-step. Back to the drawing board Iterate or Pivot your design Design another test, and learn more before making a decision Advance to the next step, move on in your quest to make ideas reality ?

Reinvent Yourself Constantly What elements
in your environment are changing? What do market, tech- nology, regulatory, macroeconomic, or competitive changes mean for your value propositions and business models? Do those changes offer an opportunity to explore new possibil- ities or could they be a threat that might disrupt you? Is your business model expiring you need to add new resource activities? Do the existing ones opportunity to expand your bu model? Could you bolster your business model or should you completely new ones? Is your b model portfolio ﬁt for the futur Continuously ask yourself… What elements in your environment are changing? What do market, tech- nology, regulatory, macroeconomic, or competitive changes mean for your value propositions and business Is your business model expiring? Do you need to add new resources or activities? Do the existing ones offer an opportunity to expand your business model? Could you bolster your existing Today’s enterprise must be agile and develop what Columbia Business School Professor Rita McGrath calls transient advantages in her book The End of Competitive Advantage. She to remember when you build transient : e exploration of new value tions and business models seriously as the execution of ones. n continuously experimenting w value propositions and busi- odels rather than making big certain bets. nt yourself while you are sful; don’t wait for a crisis to ou to. w ideas and opportunities as s to energize and mobilize ees and customers rather risky endeavor. stomer experiments as a yard- judge new ideas and oppor- rather than the opinions of Continuously ask yourself… 267 STRATEGYZER.COM/VPD/EVOLVE

Reinvent Yourself Constantly What elements
in your environment are changing? What do market, tech- nology, regulatory, macroeconomic, or competitive changes mean for your value propositions and business models? Do those changes offer an opportunity to explore new possibil- ities or could they be a threat that might disrupt you? Is your business model expiring you need to add new resource activities? Do the existing ones opportunity to expand your bu model? Could you bolster your business model or should you completely new ones? Is your b model portfolio ﬁt for the futur Continuously ask yourself… What elements in your environment are changing? What do market, tech- nology, regulatory, macroeconomic, or competitive changes mean for your value propositions and business Is your business model expiring? Do you need to add new resources or activities? Do the existing ones offer an opportunity to expand your business model? Could you bolster your existing Today’s enterprise must be agile and develop what Columbia Business School Professor Rita McGrath calls transient advantages in her book The End of Competitive Advantage. She to remember when you build transient : e exploration of new value tions and business models seriously as the execution of ones. n continuously experimenting w value propositions and busi- odels rather than making big certain bets. nt yourself while you are sful; don’t wait for a crisis to ou to. w ideas and opportunities as s to energize and mobilize ees and customers rather risky endeavor. stomer experiments as a yard- judge new ideas and oppor- rather than the opinions of Continuously ask yourself… 267 STRATEGYZER.COM/VPD/EVOLVE

Reinvent Yourself Constantly What elements
in your environment are changing? What do market, tech- nology, regulatory, macroeconomic, or competitive changes mean for your value propositions and business models? Do those changes offer an opportunity to explore new possibil- ities or could they be a threat that might disrupt you? Is your business model expiring you need to add new resource activities? Do the existing ones opportunity to expand your bu model? Could you bolster your business model or should you completely new ones? Is your b model portfolio ﬁt for the futur Continuously ask yourself… What elements in your environment are changing? What do market, tech- nology, regulatory, macroeconomic, or competitive changes mean for your value propositions and business Is your business model expiring? Do you need to add new resources or activities? Do the existing ones offer an opportunity to expand your business model? Could you bolster your existing Today’s enterprise must be agile and develop what Columbia Business School Professor Rita McGrath calls transient advantages in her book The End of Competitive Advantage. She to remember when you build transient : e exploration of new value tions and business models seriously as the execution of ones. n continuously experimenting w value propositions and busi- odels rather than making big certain bets. nt yourself while you are sful; don’t wait for a crisis to ou to. w ideas and opportunities as s to energize and mobilize ees and customers rather risky endeavor. stomer experiments as a yard- judge new ideas and oppor- rather than the opinions of Continuously ask yourself… 267 STRATEGYZER.COM/VPD/EVOLVE

Reinvent Yourself Constantly What elements
in your environment are changing? What do market, tech- nology, regulatory, macroeconomic, or competitive changes mean for your value propositions and business models? Do those changes offer an opportunity to explore new possibil- ities or could they be a threat that might disrupt you? Is your business model expiring you need to add new resource activities? Do the existing ones opportunity to expand your bu model? Could you bolster your business model or should you completely new ones? Is your b model portfolio ﬁt for the futur Continuously ask yourself… What elements in your environment are changing? What do market, tech- nology, regulatory, macroeconomic, or competitive changes mean for your value propositions and business Is your business model expiring? Do you need to add new resources or activities? Do the existing ones offer an opportunity to expand your business model? Could you bolster your existing Today’s enterprise must be agile and develop what Columbia Business School Professor Rita McGrath calls transient advantages in her book The End of Competitive Advantage. She to remember when you build transient : e exploration of new value tions and business models seriously as the execution of ones. n continuously experimenting w value propositions and busi- odels rather than making big certain bets. nt yourself while you are sful; don’t wait for a crisis to ou to. w ideas and opportunities as s to energize and mobilize ees and customers rather risky endeavor. stomer experiments as a yard- judge new ideas and oppor- rather than the opinions of Continuously ask yourself… 267 STRATEGYZER.COM/VPD/EVOLVE

zoom out zoom in Canvas
Design Search Post-SearchTools Test Evolve The Tools and Process of Value Proposition Design The heart of Value Proposition Design is about appl Tools to the messy Search for value propositions th customers want and then keeping them aligned wit customers want in Post-Search. Value Proposition Design shows you how to use the Proposition Canvas to Design and Test great value sitions in an iterative search for what customers wa proposition design is a never-ending process in whic need to Evolve your value proposition(s) constantly it relevant to customers. Manage the messy and non-linear process of value proposition design and reduce risk by systematically applying adequate tools and processes. Progres 10 1 2 3